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Laurent JANSSENS

Laurent JANSSENS

Interim Manager | Transformation, Change & Risk Governance

55 years old
Driving License
Braine-le-Château (1440) Belgium
Consultant Open to opportunities
Contact me
Laurent Janssens — AI Risk & Governance

INTERIM MANAGER & TRANSFORMATION DIRECTOR

30+ years of field practice, first management role in September 1999, at the start of the digital era.

I take over what's complex, at-risk, or already in crisis, and get it back on track. IT stabilisation after outages, GDPR and SOX compliance built from the ground up, M&A integrations, and now AI Act requirements woven into transformation practice. The regulatory arc — SOX → GDPR → AI Act — isn't theory for me: each wave, I went to the primary text first, then proved it in the field.

Dozens of mandates across three decades — Euroclear, ING, UCB, D'Ieteren, ORES, Worldline, Pluxee, ETNIC, Croix-Rouge de Belgique, among others — the same discipline shows up every time: stabilise, then transform, then hand over clean.

Systems thinking runs through all of it — not one competence among others, but the way I read an organisation before I touch it.

MY CORE COMPETENCES

Can be grouped in 6 pillars:
  • Transformation/Change Management
  • Programme/Project/Portfolio/PMO Management (incl. recovering failing projects and PM coaching)
  • Risk Management/Audit/Security Policy Management
  • IT Management, IT Governance, CIO a.i./IT Executive
  • Process Improvement/Quality Assurance Management
  • Sustainability, Systems Thinking/Systemic Modelling, Strategic Foresight, Regulatory Compliance & Governance (SOX, GDPR, AI Act) — Lecturer/Training/Facilitator and Sociocracy Facilitator

This combination of competences makes a full-stack/Swiss knife Interim Manager, with more than 30 years experience, able also to manage a crisis or post-crisis events, bringing back serenity.

HOW CAN I HELP YOU?

  • Take over complex, at-risk, or crisis-mode programmes and bring them back on track
  • Lead change and transformation where compliance (GDPR, SOX, AI Act, NIS2) is a design constraint, not an afterthought
  • Bridge IT, risk, audit and business — the swiss-knife interim role when no single silo holds the full picture
  • Coach project and change leaders to raise organisational maturity, not just deliver one programme

MY VALUES

  • Recovering trust and serenity
  • System thinker/systemic analytics
  • Building trust relationship and shared vision
  • Change hacker/by-nature coach
  • Congruent & authentic
  • Digital savvy
  • Sense-making (Cynefin) in complexity

MY NEXT STEPS

  • Keep delivering high-stakes transformation and crisis-recovery mandates across regulated sectors
  • Advocate sustainability at every level of the organisations I work with
  • Build the next step in your organisation's PM maturity, through Project Management coaching
  • Longer-term horizon: bring this same systems-thinking and governance grounding to a Board-level (NED) contribution — a natural next chapter, not a distraction from today's mandates

CONTACT INFORMATION

You can reach me out at : + 32 479 50 69 37 or Laurent@Sustain-it.be

GOOD TO KNOW

I am pleased to provide plenty of references — feel free to ask. My LinkedIn profile also carries recommendations from past clients and colleagues.

You can download this CV as a PDF directly — no need to ask, just use the download button below.

For the complete, unabridged mandate history spanning my full 30+ year career, the full resume is available on request.
Home Experiences Education Skills Portfolios Interests
Download my PDF resume
Experiences

Founder/Owner

Sustain-IT
Since 2011
  • Founded Sustain-IT 15+ years ago — the entity through which most of the mandates below are delivered. Brought a sustainability and systems-thinking lens to IT governance, risk and transformation work early, well before ESG reporting became mandatory.
Company Description
Sustain-IT is active in IT governance, transformation management, portfolio and programme management, risk management, and quality assurance — always read through a sustainability and systemic lens.

Founded in 2010 on a simple intuition: green IT without board-level buy-in is greenwashing with better cable management. The real work is governance. It always is.

Fifteen years later, that founding thesis has a name — CSRD. We've been working the problem since before it was mandatory.

Sustain-IT also co-founded ICT & Sustainability, a think tank that authored a manifesto on Green IT in 2015 — exploring how organisations could embed environmental responsibility into digital strategy.
  • Leading change management and transformation for UCB's Engineering, Sites & Facility (ESF) and Physical Asset Management (PAM) functions, in direct support of UCB's growth strategy.

    Second engagement with UCB — having previously led infrastructure transformation there (2014–2016). Continuity of trust over a decade.
  • Delivered: stood up a hybrid Scrum operating model for PAM, transformed Facility Management into a service organisation, and anchored new engineering standards — including the User Requirement Specifications process — across the whole organisation.
Detailed Description
  • Transform the PAM Vision 2030 into reality (based on Institute of Asset Management anatomy framework)
  • Implement hybrid approach (based on Scrum) for PAM teams
  • Transform Facility Management towards a Service organization
  • Deploy Change Management practices to ensure smooth transition for Engineering projects
  • Support department reorganisations
  • Foster technical standardisation
  • Facilitate Engineering Project Life Cycle improvements adoptions
  • Anchor technical standards into the whole organization/foster it
  • Deploy the User Requirement Specifications process across the whole organization
Company Description
Our foundational commitment to crafting sustainable solutions and delivering medicines that aim to improve lives is at the core of all that we do, as we live our purpose each day - bringing together the expertise, talent, tools and scientific ingenuity needed to pursue what’s right for people living with severe disease and society, and making informed choices to improve health equity and minimize our environmental footprint.

This is powered by more than 9,000 people – from our headquarters in Belgium and across nearly 40 countries worldwide. Our people have lived our purpose each day since 1928, making critical investments in biopharmaceutical research and leading innovations that strive to achieve a meaningful impact on the lives of those we serve.
Company website
https://www.ucb.com/about-ucb
  • Set-up of joint venture; Establish service portfolio; Sell services; Provide coaching to anyone managing a project
  • Delivered: hands-on coaching for project, programme and portfolio managers on real-case projects, and built a Community of Practice connecting PM/PgM/PfM professionals across client organisations.
Detailed Description
  • Coach/Mentor managers of Projects, Programs, Portfolios (hands-on, based on real-case projects)
  • Facilitate Community of Practices for Project/Program/Portfolio Managers
Company Description
The Project Inspirational Companion (TPIC) aims to provide coaching as a service for the Project Management community and to enhance Community of Practice (CoP).
Company website
https://theprojectinspirationalcompanion.be/
  • Context: Belfius Platform technology set-up a new operating model with their partners. The transformation programs aims to implement these operating model
  • Managing programs in the domains of service Engineering and workplace
  • Delivered: migrated 200+ applications to the new proxy platform, modernised 500 Citrix front-end applications, and led the strategy to remove 12,000 users from Citrix in a short period.
Detailed Description
  • Proxy migration : making sure more than 200 applications have been configured and all users are migrated to the new proxy platform
  • Container platform : scale-up the service offering on the container on premise solution. Establish the target operating model. Facilitating with stakeholders the vision on premise vs on cloud
  • Application modernization & rationalisation : Manage the migration from 500 Citrix front-end applications to laptop solution. Coordinate with End User application owners the 600 EUC application migration. Manage the conflict objective between time pressure and zero trust policy
  • Citrix Move-out : Establish the strategies, process, adoption plan to ensure 12.000 users are removed from Citrix in a short period
Company Description
Belfius Group
Company website
https://www.belfius.be/about-us/fr/
  • Context: as part of a larger organizational maturity transformation programme, Portfolio, Program and Project Management (3PM) practices have to increase in maturity.
  • Delivered: deployed core organisational processes (demand and capacity management), set up a full agile transformation roadmap, and served as the organisation's reference point on programme/portfolio/project management — including a seat on the IT strategic board (CoStraDi).
Detailed Description
  • Deployment on core organizational processes (demand management, capacity management,..)
  • Set-up a complete transformation roadmap, based on an agile approach
  • Advises to senior management
  • Subject Matter Expert/Reference point for any topics related on programme, project, portfolio management
  • Coaching on Portfolio, Program, Project Management practices
  • Representative at the IT strategic board (CoStraDi)
  • Assessement of sensitive projects
  • Backup/Deputy in case of absence of PMO manager
Company Description
ETNIC is the IT department providing services to the french speaking community (Fédération Wallonie-Bruxelles)
Company website
https://www.etnic.be/
  • In charge of the masterclass on systemic/strategic risk management course (DRM course)
  • In charge of the course "ESG risks", more particularly governance and societal/social themes
  • Delivered: designed and taught two graduate-level masterclasses (2019–2024) — Systemic & Strategic Risk Management and ESG Risks — translating 25+ years of field practice into frameworks future executives could apply immediately.
Detailed Description
Company Description
Training provider
"Des formations en gestion pour cadres et dirigeants axées sur l'expertise de terrain et la flexibilité des formules"
Company website
https://www.ichecformationcontinue.be/fr/diplome-en-risk-management.html?IDC=138&IDD=553648487
  • As Data Protection Officer, I help ETUC to improve their privacy footprint
  • Delivered: set up a dedicated team of Privacy & Security Stewards, established the organisation's privacy policy and underlying processes, and built the register of data processing activities — across a confederation of 93 national trade unions in 41 countries.
Detailed Description
  • Setting-up a team of Privacy & Security Stewards
  • Create awareness on privacy
  • Collect and document the data processing activities
  • Establish the privacy Policy and underlying processes
Company Description
ETUC comprises 93 national trade union confederations in 41 countries, plus 10 European trade union federations.
Company website
https://etuc.org/en
  • Context: replacement a.i. of the Quality Systems & Reporting team lead, with purpose to establish a roadmap to improve technical and organizational capabilities inside the Quality department
  • Delivered: led a 3-person IT team inside the food-safety quality department, supporting the organisation's strategic push toward "healthy food" (Nutri-Score A/B) initiatives, and drove a transformation project including its change management plan.
Detailed Description
  • Team lead a.i of 3 IT profiles inside the operational and food safe quality department
  • Involved in strategic programmes related on data reliability supporting "health food" strategic initiatives
  • Establish vision of quality management solutions
  • Lead transformation project (including change management plan)
Company Description
Ahold-Delhaize is a leader in retail in EU and USA. Its strategic objective is to sell 55% from its own brands products as "healthy food" (aka nutriscore A & B")
Company website
https://www.delhaize.be/about-delhaize/facts-and-digits
  • Context: Ores aimed to hire a swiss-knife Project Manager ad interim, able to adapt & take-over any kind of projects
  • Projects in charge of:
    • BI reporting for public lighting
    • MIRO industrialisation (SAAS)
    • ATRIAS Monitoring & Alerting
  • Delivered: built a cross-BI solution consolidating data from Muse, SAP and Cronos for public lighting, set up the change management plan for the MIRO SaaS roll-out, and delivered the monitoring & alerting operating model for the federal Atrias settlement platform.
Detailed Description
  • Lead Cross BI solution with source data from Muse, SAP, Cronos (Public lighting solution)
  • Set-up change management plan for MIRO roll out
  • Collect requirements, follow implementation, facilitate business operating model for monitoring and alerting of the federal settlement platfrom Attrias
Company Description
Ores is a distribution network in utilities (electricity, gas, public lighting). Ores is facing the following challenges: energy transformation (smart grid, metering)
Company website
https://www.ores.be/
  • Context: to support the process-driven strategy, Service Now platform has been selected.
  • Project Manager to reset-up Service Now (core data) & coordination of ITSM process definition & Implementation
  • Delivered: tracked core-data progress through an agile approach, onboarded and steered the implementation partner toward an Out-of-the-Box ServiceNow solution, and prepared the change management strategy in close collaboration with the change manager.
Detailed Description
  • Tracking progress, through agile approach, on core data
  • Onboarding reinforcing partner to define and implement as much as possible Out of the Box solution of Service Now
  • Engage with process stakeholders on the approach
  • In close collaboration with change manager, prepare the change management strategy
Company Description
Ypto is a subsidiary of the belgian railways (SNCB-NMBS) in charge of the IT delivery and IT operations, where mission is to increase predictability and trust improvement with its major client.
  • Context: Ypto aims to increase its maturity in Project Management in order to gain in predictability and improve trust with its partners and clients
  • Coaching to Project Managers
  • Process owner for "Project Initiating & Definition" process
  • Delivered: deployed the "Project Initiating & Definition" process to ~100 PMs planning roughly €80M in investment, and built a transformation roadmap (PM² methodology, supported by ServiceNow ITBM) to lift Project Management maturity organisation-wide.
Detailed Description
  • Manage implementation for process "Project Initiating & Definition" , steer process stakeholders in line with approved management designed process. Through this process, about 100 PM will plan their projects, to invest about 80 Mi€
  • Establish a transformation roadmap on Project Management methodology (PM²) supported by Service Now (ITBM), with objective to increase PM maturity into the organization
  • Establish the transformation roadmap (incl product backlog of epics/features) to achieve increased maturity on Project Management practices
  • Coordinate change management efforts
  • Interact with Project Managers to provide coaching on faced challenges and issues
  • Facilitate workshop inside the PM Community on Problem Solving sessions
  • SWAT team member, where mission is to quickly establish solutions/work arounds for sorting out Project Management issues
  • Develop Project Management artefacts (guidelines, dashboards)
  • Provide requirements to Service Now (ITBM) analysts, based on the PM artefacts
  • Covering topics like Project Steering Committee, Project Change Request, On hold project, Financial management,...
Company Description
Ypto is a subsidiary of the belgian railways (SNCB-NMBS) in charge of the IT delivery and IT operations, where mission is to increase predictability and trust improvement with its major client.
Company website
https://www.ypto.be/
  • Perform a system audit on Human Resource Management process, required by Data Protection Officer (DPO)
  • Delivered: audited employee-data systems supporting the HR process against confidentiality, integrity, availability and traceability criteria, and reported compliance gaps directly to the DPO.
Detailed Description
  • Audit scope: Confidentiality, integrity, availability, traceability, compliance of employee data in the systems supporting the HR process
Company Description
RTBF is the public french speaking TV & Radio company
Company website
https://www.rtbf.be/entreprise/
  • Context: in audit plan 2019, Internal Audit has to assess the risks re client Data
  • Provide independent insight to Management & Board how to change towards a "Data-centric" organization and assess the digital transformation steps
  • Perform the audit plan following D'Ieteren audit methodology
  • Delivered: ran the full audit cycle from objective-setting through C-level kick-off to findings restitution to senior management, covering data governance, predictive models, big data and BI as part of the organisation's digital transformation.
Detailed Description
  • Agree-upon the audit objectives (Data governance, CIA, data architecture, data quality)
  • Animate Kick off to C-level
  • Gather knowledge on impacted systems
  • Substantivate the potential findings
  • Document the findings in audit report
  • Restitute the audit report to senior management
  • Data Governance, Predictive model, Big data, BI (digital transformation)
Company Description
D'Ieteren is the importer and distributor in Belgium for cars like Volkswagen, Audit, Porsche, Seat, Skoda, Bentley, Bugatti, Lamborghini
  • Context: an initiatie is ongoing to improve the maturity level on cybersecurity, for Ergo BE & DKV.
  • Establish at Policy level the Cybersecurity Policy, the threat model, the risk appetite statement and the governance
Company Description
Ergo BE & DKV are part of Ergo Group/Munchen Re . Ergo is active in the Life insurance. DKV is leader in the healthcare insurance.
  • Context: The CRB faced serious IT outages during a long period, with complete loss and withdrawal of IT management team as consequence; I intervened as CIO a.i in a crisis mode.

    On the other side, in its strategic plan, the CRB expects to take the hype of the digital transformation
  • My role as CIO a.i was:
    • to gain back acceptable level of trust (inside IT team but all across the organisation)
    • to make the IT shop runs
    • to establish an improvement roadbook and start implementing it
    • Select the new CIO
  • I was also busy with projects like:
    • GDPR
    • Digital transformation (aka learning solutions)
    • upgrade of windows infrastructure (DC, Exchange, WIFI)
    • Stabilize Sharepoint platform
    • Setting QlickView (BI) in place
    • Selecting strategic suppliers as partners
    • Implement practices and processes like Project Management, Portfolio management and service management
  • Delivered: scaled to lead 22 people across 4 functions (Dev, Infrastructure, Service Desk, Project Coordinators) on a ~€2.5M budget, and stood up the organisation's incident and major-incident management processes from scratch.
Detailed Description
  • People Manager of 4 teams (DEV,infra, Service Desk, Project coordinators) of 22 people
  • Strategic Advisor to Senior executives
  • Establish the Project Management & governance framework
  • Manage budget of circa 2,5 E6 €
  • Steer on Enterprise/information architecture
  • Promote scrum/Kanban & agility in IT activities
  • Select and supporting solutions for a new Learning Management Platform & elearning (as part of the Digital transformation roadmap)
  • Establish incident & Major incident process
  • Provide training on estimation approaches/ risk management/IT sustainability
  • Coach on Project Management practices
  • Coach business executive management on risk and opportunity of IT
  • Establish and deploy security policies
  • Assesses the impacts of disruptive technologies like IoT, IA, big data in medical sector
  • Steer application enhancements on asyleum seekers (in collaboration with FEDASIL), HR solution, ...
  • Manage strategic vendors
  • Establish the operational target model
Company Description
CRB as NGO has several missions:
  • Providing trainings re rescue
  • Coaching and helping other red crosses institutions
  • Providing aid to the population (fight against precarity)
  • Delivering material as beds, steals for patients
  • Managing blood
  • Providing assistance to the refugees (ADA)
Company website
http://www.croix-rouge.be/
  • Context: The "Merchant Customer services" (CS) department faced several challenges. To solved them, the transformation programme "Butterfly" had for objectives to:
    • Reduce OPEX
    • Increase customer satisfaction
    • Increase employee pride
    • Perform cross/up-selling sales
  • Coordinate the operational readiness activities inside CS for sales strategy (i.e., repricing, smartpay, etc...) or strategic programmes like VAT optin & Anti Money Laundering (AML);
  • Manage a portfolio of 15 concurrent digital transformation initiatives, from definition to implementation and deployment across CS organisation (incl. Selfcare solution, call center platform migration, outsourcing of supply chain element, operational readiness of CRM implementation, ...)
  • Implement lean practices to remove 11 customer frustrations
  • Delivered: led a 4-person team through the transformation, engaged Atos' international Lean network, sat on the corporate priority board ("rainbow board"), and built a self-service onboarding platform (Odoo) as part of the CS digital transformation.
Detailed Description
  • Be people manager of 4 team members
  • Coach my team with lean and change management practices, setting them the right priorities
  • Be a change enabler, applying ADKAR principles
  • Establishing a roadmap of CS projects, pushing them in the governance pipe (rainbouw) and tracking the progress with stakeholders
  • Be the SPOC for any corporate initiative (prior it became a project) with potential impacts for CS
  • Engage with Int'l World Lean team, ensure they change their priorities and together with lean team, identify the 11 frustration blockers of customer and remove them
  • Understand the political and operational challenges in a unsure and stressing environment
  • Raised concern on poor data quality and initiated a data management initiative
  • Be part of the corporate priority board (aka rainbow) programme
  • Provide reporting on the progress for the butterfly programme
  • Requirement Development and implementation of a self-servicing solution and organizational roll out of the onboarding solution (based on Odoo), included in the CS Digital Transformation (based on ODOO)
  • Coach on operational readiness
  • Be part of the CS management team
Company Description
WordLine is part of the group Atos and is leader in Belgium for the supply of payment terminals.

They are facing several challenges (regulatory like MIF, market erodation, future of payements terminals)
Company website
https://mypaymentsolution.be/index/fr_FR/5094209/0000/Service-clientele.htm

Early engagements

Several
2004 to 2019
  • Senior interim and consulting mandates across financial services, public sector, healthcare, NGOs, and utilities — organised by core expertise:

    DIGITAL TRANSFORMATION & IT GOVERNANCE
    IT Risk & Audit Director (Crowe, 2019) · IT Audit Manager (D'Ieteren, 2018–2019) · Practice Leader "IT Governance" (Altran, 2004–2011)

    CHANGE MANAGEMENT
    GDPR Programme Director/DPO a.i. (Croix-Rouge de Belgique, 2017–2018) · Steam Programme Manager (M-team, 2016–2017) · Process Manager (Ogone, 2013)

    RISK MANAGEMENT
    GDPR Senior Consultant (Cochlear, 2018–2019) · Risk Manager (Delta Lloyd Bank, 2013–2014) · Asset Quality Review Programme Manager (ING, 2014)

    IT INFRASTRUCTURE
    Infrastructure Service Manager (UCB, 2014–2016)

    SUSTAINABILITY & QUALITY SYSTEMS
    Quality Assurance Manager — Utilities, Tecteo/Resa+ programme Héraclès (NRB, 2011–2013) · Program Manager a.i. — Utilities (Tecteo, 2012–2013)

    CORPORATE GOVERNANCE
    Audit Manager a.i. (Sodexo BRS, 2019) · Cost Process Manager (Euroclear, 2010–2011)

    For full scope and detailed mandate history, the complete resume is available on request.

Advisory Board member

Not defined
Since June 2017
Consultant
  • Provide advise to small organizations like SevenLemon Boulevard & Brainstarting

Foundational experiences

Several
1999 to 2010
  • Senior consulting and audit mandates across financial services and industry — early career foundation in IT governance, audit, and quality systems:

    DIGITAL TRANSFORMATION & IT GOVERNANCE
    IT Director (Soficom/Eiffage, 2001–2004) · Senior QA Consultant/COBIT Expert/Business Programme Manager (Euroclear, 2007–2010) · Governance Advisor & IT Management Coach (VPK Packaging, 2007–2008)

    CHANGE MANAGEMENT
    Quality Coach — CMMI deployment and change agent role (AXA, 2005)

    RISK MANAGEMENT
    IT Auditor and Security Policy Expert (Banksys, 1999–2001)

    PROGRAMME MANAGEMENT
    Portfolio Manager/PMO Responsible (Delta Lloyd Life, 2008)

    CORPORATE GOVERNANCE
    Sarbanes-Oxley Consultant — IT controls compliance for a NYSE-listed entity (AXA, 2006)

    This period laid the foundation: COBIT, CMMI, Sarbanes-Oxley, and BS/ISO 7799 — the governance disciplines that still anchor how I read organisations today.

    For full scope and detailed mandate history, the complete resume is available on request.
  • Career began in fact in 1994 at SNCB (Belgian Railways) — first as an object-oriented developer on the Artemis programme, then as an internal auditor (post-fraud investigation on the "GoPass" case, public procurement control evaluation, and investment oversight across electrification, IT, signalling and telecom).

    That first audit mission led me to pursue a Master in Computer Audit (UAMS, 1997–1999) — where I discovered COBIT, and with it, the realisation that IT is far more than development: strategy, architecture, governance and risk, all interconnected. This audit grounding — assessing risk and control before managing it — shaped the discipline I've carried into every governance and compliance mandate since.